01a_Job Analysis

Question 1

Job analysis

Answer 1

Method for developing criterion measures

e.g. recruitment, selection

Question 2

Comparable worth

Answer 2

Evaluation technique that ensures equal pay for equal work

*Applied primarily to reduce gender differences

Question 3

Two main types of Criterion measures:

Answer 3

Objective (direct) measures

Subjective measures

Question 4

Objective Criterion Measures

Answer 4

Quantitative Measures

e. g Product: Units produced, sold, rejected
e. g Employee: Personal data, accidents, absenteeism, salary

Question 5

Subjective Criterion Measures

Answer 5

Most frequently used performance assessment

Usually a rating scale

Commonly conducted by immediate supervisor

Question 6

Characteristics of Self-ratings

Answer 6

Most lenient rating system

Less susceptible to Halo Bias

Peer and supervisor ratings have higher correlation, compared to self-rating with other measures

Question 7

Which form of subjective measure rating is the most reliable?

Answer 7

Supervisor rating

Question 8

Peer ratings are particularly good for these two predictions

Answer 8

Training success

Subsequent promotions

Question 9

Ultimate vs Actual Criterion

Answer 9

Ultimate = Conceptual/theoretical criterion
(like IV)

Actual = the way performance is actually measured
(like dv)

Question 10

Criterion Relevance

Answer 10

Construct Validity:

Degree to which actual criterion measures the ultimate criterion

Question 11

Criterion Deficiency

Answer 11

Degree to which actual criterion does not measure all aspects of the ultimate criterion

LImits criterion relevance

*similar to low content validity

Question 12

Criterion Contamination

Answer 12

When knowledge of employee’s performance on predictor measure affects criterion measure

Artificially inflates predictor’s criterion-related validity

Question 13

Subjective Criterion Measures:

Two Main Categories

Answer 13

Relative/comparative techniques

Absolute techniques

Question 14

Subjective Criterion Measures:

Relative/comparative techniques

Answer 14

Performance of two or more employees are compared to each other

Question 15

Subjective Criterion Measures:

Absolute techniques

Answer 15

Measure of performance without reference or comparison to other employees

Question 16

Relative Techniques:

Paired Comparison

Answer 16

Each employee is rated with every other employee in pairs on 1+ dimensions of job performance

Disadvantage = cumbersome

Question 17

Relative Techniques:

Forced Distribution

Answer 17

“Grading on the curve”

Question 18

Critical Incident Technique

Answer 18

Employees are observed while they work

Ratings of behaviors associated with
outstanding and poor performance

Question 19

Absolute measures:

Main Benefit of Forced-Choice Rating Scale

Answer 19

Reduces Rater Biases

Question 20

Absolute measures:

Graphic Rating Scale

Answer 20

Likert-type scale

Highly susceptible to rater biases

Question 21

Absolute measures:

Behaviorally Anchored Rating Scale (BARS)

Answer 21

Rater chooses one behavior for each dimension that best describes performance

Critical incidents are used to provide employees with specific feedback

Question 22

Rater biases:

Leniency/Strictness Bias

Answer 22

Rater avoids the middle range of a rating scale

Rates all employees of either high or low

Question 23

Rater biases:

Central Tendency Bias

Answer 23

Consistent use of Only the middle range of rating scale

Question 24

Rater Biases:

Halo bias

Answer 24

One-dimension of job performance affects evaluation on other, unrelated dimensions

Question 25

Best way to improve Rating Accuracy

Answer 25

Provide Raters with adequate training

Question 26

Frame-of-reference (FOR) Training

Answer 26

Training on specific expectations of effective and ineffective performance on each dimension of rating

Question 27

Behaviorally Anchored Rating Scale (BARS):

Benefits

Answer 27

Reduces Rater Biases

Increases Inter-Rater Reliability

Question 28

True or False?

Biases are increased when Raters rate specific behaviors rather than global behaviors or traits

Answer 28

False

Specific behavior ratings reduce bias